DESCRIBING EMPLOYEE PERFORMANCE FOR STAFF

Transcription

1 Department of Human Resources 50 DESCRIBING EMPLOYEE PERFORMANCE FOR STAFF Mail # AQU Summit Avenue St. Paul, MN www hr stthomas ed

2 Communicates ideas orally: Communication always communicates his/her ideas clearly and concisely. He/she organizes and explains even very complex topics in easy-to-understand terms, and is careful to tailor his/her remarks to his/her audience. always presents his/her ideas clearly and concisely. If, on occasion, others have difficulty understanding an idea, takes great care to restate the concept in more understandable terms. usually presents his/her ideas clearly and concisely. He/she generally organizes and explains complex topics in understandable terms. usually presents his/her ideas clearly and concisely. However, he/she sometimes uses terminology that is unclear to others. would be more effective in his/her communications if he/she used less jargon and fewer technical terms. has shown that he/she can present ideas clearly and concisely. However, he/she sometimes does not use his/her time to organize and develop his/her ideas. would be more effective in convincing others if he/she took time to prepare and organize his/her ideas. rarely presents his/her ideas clearly and concisely. He/she often becomes stuck in detail without developing an overall structure and focus for his/her listeners. would be more effective if he/she organized his/her material so that his/her listeners. would be more effective if he/she organized his/her material so that his/her listeners would have a clearer sense of his/her ideas and objectives. ******** Communicates ideas in writing: has excellent writing skills. He/she uses a concise, straightforward style and organizes complex topics in ways that make it easy for his/her audience to grasp the main points. s writing is straightforward and easy to understand. He/she skillfully uses visuals and illustrations to support his/her clear, concise writing. s writing is usually clear and easy to understand. He/she uses a straightforward style and organizes topics in ways that help his/her audience grasp the main points. s writing can be clear and easy to understand. However, on occasion he/she writes documents that are difficult to follow. would be able to convey his/her thoughts more effectively if he/she focused on organizing his/her ideas and then expressing them more directly. s writing is often clear and easy to understand. However, on occasion, his/her writing tends to be too informal. When he/she writes in a very casual style, he/she risks conveying that he/she does not take the subject seriously. would convey his/her ideas more effectively if he/she wrote in a more polished style.

3 s writing is often poorly organized. As a result, others find his/her ideas difficult to follow and understand. would convey his/her ideas more effectively if he/she improved the organization of his/her ideas. s writing is sometimes haphazard and difficult to understand. Some of his/her documents contain obvious grammatical errors and often the thoughts are not particularly well organized. needs to learn to write in a more straightforward, clear, and concise style. ******** Demonstrates good listening skills: demonstrates excellent listening skills. He/she makes others feel very comfortable in discussions by listening carefully and showing sensitivity to their points of view. He/she restates what has been said to verify that he/she has accurately understood it and asks for clarification on points he/she doesn t understand. he/she is a good, conscientious listener. He/she strives to make sure he/she understands the other person s point of view and asks questions when he/she is missing information or doesn t understand something. is generally a good listener. However, sometimes he/she impatiently interrupts people before they are finished. would be more effective in his/her interpersonal relations if he/she were more patient. to others. is generally a good listener. However, sometimes he/she does not listen closely would be more effective in his/her work and interpersonal relations if he/she spent more time actively listening to others. is frequently an impatient listener and interrupts people before they are finished. He/she runs the risk of alienating others as well as not fully understanding important facts. would be more effective in his/her interpersonal relations if he/she spent more time actively listening to others. frequently does not listen closely to others. As a result, he/she is often unable to reflect back what they have said and others feel he/she discounts their points of view. would be more effective in his/her work and interpersonal relations if he/she spent more time actively listening to others. Receptive to feedback and constructive criticism: actively solicits feedback and constructive criticism from others. He/she uses this input to become an even more effective and productive employee. is generally receptive when others give him/her feedback and constructive criticism. As a result, he/she is usually able to make adjustments and improvements in his/her performance. is usually receptive when others give him/hr feedback. However, on occasion he/she is defensive when given constructive criticism.

4 would be more effective if he/she were more open to feedback and used it to make adjustments and improvements in his/her performance. Is often defensive when given feedback and constructive criticism. As a result, he/she doesn t implement necessary changes in his/her performance. is often defensive when given feedback and constructive criticism. As a result, he/she doesn t implement necessary changes in his/her performance. would become a more effective employee if he/she were more open to feedback and applied it to improving his/her skills and knowledge. Keeps others informed is excellent at keeping others informed. He/she makes sure to provide timely, relevant information to the appropriate people. timely basis. is generally good at keeping others informed about relevant information on a is usually good at providing relevant, timely information. However, on occasion, he/she fails to keep others sufficiently informed. consistent. would be a more effective contributor if his/her communications were more seldom keeps others sufficiently informed. As a result, work does not progress smoothly and efficiently. would be a more effective contributor if he/she were more timely in communicating relevant information to others. does not discriminate between information that is relevant and that which is unimportant. As a result, he/she sometimes overloads others with too much information. would support others more effectively by prioritizing information before providing it. Focuses discussion on desired results: keeps discussions focused. He/she always clarifies the purpose of a discussion, asks good questions, and listens carefully. When explaining his/her ideas, he/she makes sure they are relevant and expresses them clearly and concisely. stays focused on the desired outcome of any discussion. He/she competently balances the difficult task of involving others and being sensitive to time pressures while making sure he/she achieves his/her objectives. usually keeps discussions focused. He/she generally clarifies the purpose of a discussion, asks good questions, and listens carefully. usually keeps discussion focused. However, at times he/she fails to clarify the discussion objectives or to make sure comments remain relevant to the topic at hand.

5 can ensure group discussions remain productive and efficient by keeping everyone focused on the desired outcome. has difficulty keeping discussions focused. As a result, his/her discussions are not as effective or efficient as they could be. could improve his/her discussions by being aware of time constraints and staying focused on the key issues. has difficulty keeping discussions focused because he/she doesn t clearly set and communicate discussion objectives. As a result, others are often confused about what is needed. By preparing in advance and providing others with a clearer sense of direction, could make discussions more productive and satisfying for himself and others. Promotes and uses candid and open communication: has excellent communication skills and has always promoted an atmosphere where candid and open discussions take place. As a result there is free exchange of ideas in his/her group and high morale among team members. is generally open and direct in is/her communications. He/she encourages free flow of information and usually deals well with difficult or sensitive topics. is generally open and direct in his/her communications. However, on occasion he/she has been perceived as surreptitious or indirect. would improve his/her communications with his/her team member if he/she were more open and direct. s communication is sometimes perceived as surreptitious and indirect. This results in an uncomfortable and untrusting team atmosphere. would improve team morale if he/she were more open and direct. Decision Making Use a systematic approach to decision making: attacks all important decisions carefully and methodically. He/she is careful to base decisions on relevant facts and input, taking into account pertinent long and short-range factors. has an excellent command of decision-making and problem-solving techniques and applies them appropriately. He/she considers all information available when making a decision and as a result, makes solid, supportable decisions. has an understanding of decision-making and problem-solving techniques and usually applies them appropriately. is capable of making very good decisions. He/she takes time to gather relevant data and weighs key factors before coming to a conclusion. However, sometimes rushes an important decision before he/she has all the relevant background information and has

6 involved others. As a result, his/her decisions are not as sound as they could be. would make better decisions that receive more support if he/she took time to involve the appropriate people. does not use a systematic approach to decision making. He/she frequently neglects to gather relevant data, seek input from the group, or weigh all factors before coming to a conclusion. As a consequence, his/her decisions are often inappropriate or inadequate. would improve the quality and effectiveness of his/her decisions if he/she made sure to follow a systematic decision-making process. needs more decision-making experience. He/she often spends too much time researching an issue rather than working on a solution. would be more effective if he/she moved more quickly to define the problem and spent additional time interacting with the appropriated people. Builds consensus for decisions: is very careful to involve others in decision making. Whenever he/she is deciding an important issue that will impact others, he/she first solicits input then, discusses potential solutions with group members. He/she listens carefully to their issues and incorporates their input wherever possible. usually involves others in decision making. He/she solicits input, listens to the issues then, discusses potential solutions with group members. sometimes makes decisions without consulting with others. this is appropriate for some decisions should solicit input from team members on important issues more often. would receive more support for his/her decisions by involving his/her team. is careful to gather input, listen to team issues, and discuss important decisions. However, he/she is sometimes critical of individuals when they say things he/she does not agree with. When this happens, an effective exchange of ideas is stilted. would produce better decisions if he/she listened more openly and was less critical of the opinions of others. He/she would also find that his/her decisions were more enthusiastically supported by the team. treats decision making as his/her sole responsibility and makes little effort to solicit input from group members. As a result, he/she frequently does not have their support and commitment. would find that morale would be higher and decisions more enthusiastically supported by the group if he/she included group members in the process. Considers the impact of decisions: is sensitive to the impact of his/her decisions on other departments and on the organization as a whole. When his/her decisions affect others, he/she solicits input and strives to minimize any negative affects. As a result, there is wide acceptance and support for his/her department.

7 carefully assesses the long-term impact of his/her decisions. He/she has successfully demonstrated that he/she can be effective in the short term while still building for the future. is usually sensitive to the impact of his/her decisions on other departments and on the organization as a whole. He/she solicits input and strives to minimize any negative affects. is conscientious about considering the impact of his/her decisions. However, on occasion he/she has been insensitive in the way he/she implements decisions and has caused some problems with morale. would gain wider acceptance and support for his/her decisions if he/she made stronger efforts to solicit input and minimize negative affects. sometimes takes a narrow view when making decisions which affect others within the organization. As a result, he/she frequently receives only minimal cooperation when he/she attempts to implement changes. would make more solid decisions and get greater cooperation if he/she considered broader organizational impacts. generally focuses on immediate results and is sometimes insensitive to the longterm impact of his/her decisions. would add greater value to the organization by emphasizing longer-term and more sustainable solutions. Dependability Completes assignments and meets commitments: can always be relied on to complete his/her assignments and keep commitments. He/she makes sure that assignments are delivered on time and are of uniformly high quality. is highly dependable, doing whatever it takes to meet his/her commitments. This ranges from achieving his/her objectives to completing his/her assignments on time with high quality. can usually be relied on to complete his/her assignments and keep commitments. His/her assignments are generally delivered on time and are of good quality. usually completes his/her assignments and keeps commitments. However, on occasion he/she has not delivered as promised. should more carefully examine his/her ability to meet prior commitments before assuming responsibility for additional projects or tasks. s actions and follow through are not always consistent with his/her commitments. His/her behavior often contradicts a major decision or commitment he/she has made. Projects and objectives that received his/her enthusiastic support in the early stages lose focus or don t materialize. s lack of follow through undermines his/her credibility. frequently misses schedule commitments. This affects not only his/her work but also the productivity of other members of the group. needs to be more consistent and reliable in meeting his/her commitments and deadlines if he/she wishes to be considered as an effective contributor.

8 Overcomes obstacles to meet or exceed goals and objectives: is a very resourceful employee. He/she works well within the system and can be depended upon to find creative ways for overcoming obstacles. He/she consistently meets or exceeds his/her goals. competently. is a conscientious worker who can generally be relied on to handle projects can generally be relied on to handle projects competently. On occasion, he/she has had some difficulty overcoming unusual or unexpected obstacles. often has difficulties handling obstacles that get in the way of reaching his/her goals. In these cases, he/she tends to rely on his/her manager or others for answers and solutions. would be perceived as a more effective employee if he/she were more persistent in finding creative ways to handle the challenges he/she meets. Requires little supervisory follow-up on assigned projects and tasks is highly dependable and can be counted onto work independently. When situations change, he/she assumes responsibility for communicating any change to the appropriate people. His/her ability to work with little direction is a key strength. is an independent worker who needs little supervision from his/her manager or other team members. He/she can be counted on to complete assignments thoroughly and on time. is a competent and conscientious worker who can usually be counted on to complete his/her job with minimal direction or supervision. can be counted on to follow through on his/her commitments without close supervision. However, he/she could occasionally do a better job communicating the results to his/her manager. tends to rely on his/her manager and others for solutions to problems that arise in his/her work. Without supervision, generally cannot be depended on to find solutions or follow up on important situations. would be viewed as an effective contributor if he/she assumed responsibility for working more independently. requires close supervision to make sure he/she meets deadlines. needs to improve his/her ability to monitor his/her own progress on projects and ask for assistance when he/she needs help. Meets attendance requirements: has an excellent attendance record. He/she is very punctual and can be depended on to not only fulfill his/her normal work functions but to also take on extra work when

9 necessary. When his/her schedule changes for any reason, he/she keeps the rest of the team informed. can be counted on to be at work and to get the job done. He/she is a reliable and conscientious employee. can usually be counted on to be at work and to get the job done. On occasion, he/she has been unreliable in his/her attendance. entire team. is often un reliable in his/her attendance. This affects the productivity of the needs to be more dependable and consistent in his/her attendance. Responsive to manager s suggestions and guidance: is very responsive to his/her manager s suggestions and guidance. He/she has shown a willingness and ability to follow directives promptly and thoroughly. is usually responsive to his/her manager s suggestions and guidance. He/she can be counted to follow through on directives. thoroughly. is sometimes unresponsive to his/her manager s suggestions and guidance. would be more effective if he/she followed directives more promptly and is often unresponsive to his/her manager s suggestions and guidance. As a result, the quality and timeliness of his/her work suffers. would be more effective if he/she followed directives more promptly and thoroughly. Accepts accountability for own actions: readily accepts accountability for his/her own actions and does what is necessary to get his/her job done. As a result, he/she is a very effective employee who is viewed by his/her colleagues as a dependable team member. usually accepts accountability for his/her own actions. As a result, he/she generally does what is necessary to perform his/her job satisfactorily. usually accepts accountability for his/her own actions, he/she sometimes blames circumstances or other individuals for his/her inability to perform effectively. would improve his/her performance by becoming more proactive and accountable. assumes little responsibility for his/her own actions. He/she often blames circumstances or others for his/her inability to perform effectively. As a result, he/she seldom makes the effort necessary to do a satisfactory job. would improve his/her performance by becoming more proactive and accountable.

10 Initiative Can be a self-starter who takes independent action: is very capable of assessing a situation and taking independent action when conditions require it. He/she is confident of his/her judgment and accepts responsibility for his/her actions. is a self-starter who needs minimal guidance and coaching. assumes responsibility and does what is necessary to get the work done. He/she takes the initiative to start and follow through on tasks. is reasonable good at working without close supervision. When the task is clear, with well defined objectives, he/she is successful. However, he/she doesn t always handle situations well when the problem needs better definition or direction has been limited. is a confident contributor who readily takes responsibility and does what is necessary to get the work done. rarely experiences unforeseen problems because of his/her thoughtful and conservative style. However, there are times when bolder more innovative actions might produce greater results. has the opportunity to become an even stronger contributor by initiating and driving new approaches and ideas. does not take action, even in special circumstances, before getting others involved. He/she tends to ignore tasks that are outside his/her normal responsibilities, even when they are clearly important and he/she is capable of handling them. under some circumstances this might be prudent, many situations require that take action without delay. Develops new plans and ideas when situations change: is sensitive to changing circumstances and is always ready to adjust his/her approach for maximum effectiveness. He/she is creative and resourceful in devising new ways to accomplish goals. pays attention to changing circumstances and is able to develop new plans and ideas when situations change. performs well under normal circumstances, but is sometimes slow to react to changing situations, and waits for others to take action first. would be more effective if he/she were more sensitive to changing circumstances and took the initiative when changes are needed. performs well under normal circumstances, but doesn t adjust easily to changes in practices and routines. He/she would be more effective if he/she responded to changes more positively. tends to make change for its own sake without considering the impact of these changes on other people. As a result he/she sometimes creates unnecessary confusion. He/she would be more effective if he/she were more careful when considering making changes.

11 Pursues problems with vigor and a sense of urgency: clearly enjoys a challenge and treats problems as opportunities to exercise and improve his/her skills. He/she focuses sharply and intensely, and stays with a problem until it is solved. eagerly tackles problems. He/she differentiates between problems that require priority attention and those that don t. When action is called for, he/she responds with vigor and a sense of urgency. needed. generally handles problems competently. He/she responds when action is is usually able to focus on problems, but sometimes gives the impression that solving problems is a low priority for him/her. This perception is reinforced when problems are not dealt with expeditiously. would be viewed as a stronger contributor if he/she approached problems with a greater sense of urgency. is reluctant to interrupt the flow or work by addressing problems and concerns as they arise. As a result, he/she risks problems in the future. would be more effective if he/she addressed problems as they arise. Takes on and completes new tasks: readily volunteers for new tasks. He/she constantly stretches beyond his/her job description into new areas and projects. He/se needs little direction to complete new tasks completely and on time. is always eager to take on new responsibilities. He/she is able to manage a heavy workload and maintains a consistently high level of performance on both his/her routine tasks along with his/her other responsibilities. is usually willing to take on new responsibilities. He/she is able to handle the demands of the new tasks along with his/her other responsibilities. usually does not seek out new tasks, he/she has demonstrated an ability to take on and successfully complete new tasks when needed. He/she is able to handle the demands of the new tasks along with his/her other responsibilities. seldom volunteers to take on new tasks. By being more willing to take on additional tasks, would be viewed as a stronger and more capable contributor. has difficulty completing new tasks which are added to his/her routine work load. By being more conscientious in handling additional tasks, would be viewed as a more effective contributor.

12 Seeks new tools, job training, and learning opportunities: actively pursues new tools, techniques, job training, and learning opportunities. As a result, is a consistently excellent performer and a great resource for others on his/her team. exhibits tremendous initiative in seeking out whatever he/she needs to perform his/her job in an exemplary fashion. If he/she doesn t possess the skills or knowledge to handle a project, he/she finds ways to obtain them through training or other learning opportunities. He/she is always seeking new tools and techniques to be even more productive. is competent in performing his/her job. He/she seeks out and takes advantage of training and learning opportunities. takes advantage of training and learning opportunities that are presented to him/her. However, he/she could be more proactive in seeking out new tools, techniques, and learning opportunities on his/her own. has a solid understanding of the routine aspects of his/her job. However, he/she seldom tries to stretch beyond his/her current knowledge and ways of doing things. would be a more effective contributor if he/she were more proactive in seeking out new techniques and learning opportunities to improve his/her skills and knowledge. Recognizes opportunities and acts on them: is quick to recognize new opportunities. He/she shows a tremendous amount of initiative in pursuing these opportunities and needs little direction in determining the most successful ways to act on them. generally recognizes new opportunities. He/she shows initiative in pursuing these opportunities and determining the most successful ways to act on them. is competent in performing his/her job and often recognizes new opportunities. However, he/she is often cautious about pursuing them and waits for others to take the initiative to act on them. is conscientious in performing his/her regular activities but seldom recognizes new opportunities. would be a more effective contributor if he/she looked beyond his/her routine tasks to identify and pursue new opportunities. Defines responsibilities in broad terms: broadly defines his/her job responsibilities. As a result, he/she shows a tremendous amount of initiative in actively pursuing new projects and tasks that expand his/her contribution to the company. is competent in performing his/her job. He/she usually takes a broad interpretation of his/her responsibilities and takes on new projects and tasks that expand his/her contribution to the company.

13 sometimes takes on new projects and tasks. However, on occasion he/she narrowly defines his/her areas of responsibility and limits his/her contribution to the company. narrowly defines his/her areas of responsibility and is unlikely to tackle anything beyond the strictest interpretation of his/her duties. As a result, problems sometimes develop that could have been avoided. would be a more effective employee if he/she broadened his/her scope of accountability. Job Knowledge Understands the duties and responsibilities of the job: thoroughly understands the duties and responsibilities of the job. Because of his/her solid grasp of his/her position, he/she is able to act on his/her own initiative. He/she is alert to changes in his/her environment and responds rapidly to meet them. generally understands the duties and responsibilities of the job. As a result, he/she is often able to act on his/her own initiative. generally understands the duties and responsibilities of the job under normal circumstances. However, when something out of the ordinary occurs, he/she is not always able to act confidently and decisively. is often confused about the duties and responsibilities of the job. As a result, he/she often neglects key tasks which causes disruptions in the work flow and distracts others. needs to work closely with his/her manager until he/she becomes clear about his/her duties and responsibilities. Has the knowledge necessary to perform the job: is very knowledgeable about what is necessary to perform effectively in his/her job. When he/she does not know something, he/she is able to identify what is needed and get the necessary information very efficiently. s excellent skills and thorough knowledge of his/her job have enabled him/her to maintain a high level of productivity, even when learning new roles and responsibilities. demonstrates a solid knowledge of the theory, principles, and skills necessary to perform his/her current job. He/she generally is able to complete his/her work with minimal assistance from others. can usually do the routine parts of his/her job. However, he/she is less comfortable handling non-routine matters and occasionally needs assistance from others. does not have the knowledge to do a minimally acceptable job without close supervision. needs to increase his/her job knowledge and operate more independently to be considered an adequate contributor.

14 lacks some basic knowledge needed to perform his/her job. He/she is a willing worker, but sometimes uses poor judgment as a result of his/her lack of job knowledge. needs to increase his/her knowledge of the job in order to show better judgment in his/her undertakings. Has necessary technical knowledge: has excellent technical expertise. He/she invests a great deal of his/her time in learning, interpreting, and applying technical knowledge. Others regard him/her as a great resource for technical information. s breadth of technical knowledge is beyond that required for his/her position. He/she is very thorough in digesting and assimilating new information. He/she understands both the theoretical and practical aspects of his/her work. has adequate technical knowledge to perform his/her job. He/she is generally able to apply that knowledge proficiently and learn new information as required. performance. sometimes lacks the technical knowledge necessary for his/her position. needs to increase his/her technical expertise in order to improve his/her s technical knowledge is inadequate for his/her position. needs to improve his/her technical expertise in order to perform his/her duties satisfactorily. Understands the mission and values of the organization: clearly understands the organization s mission and the values by which it operates. He/she is aware of how his/her work integrates with and advances the goals of the organization. His/her commitment and dedication to the company make him/her an excellent role model for those seeking to understand the values and how they impact day-to-day operations. operates. generally understands the organization s mission and the values by which it is generally well-informed about the organization s overall values and mission. However, he/she sometimes acts in ways that do not actively promote the mission and values. is unfamiliar with the organization s mission and values. His/her decisions and interactions are sometimes inconsistent with the values of the organization. should actively look for ways to align his/her efforts with company goals. doesn t follow the mission or values of the organization. It is important that when he/she is acting on behalf of the organization, he/she behaves according to the organization s values. should actively look for ways to align his/her efforts with company goals.

15 Implements organization policies: is conscientious about implementing organization policies. When new directives are issued, he/she accepts them in a positive spirit and puts them into effect. He/she is supportive of the efforts of the administration to run a smooth organization and offers constructive comments where appropriate. is generally conscientious about implementing organization policies. When hew directives are issued, he/she usually accepts them in a positive spirit and puts them into effect. is generally supportive of changes or additions to organization policy, he/she has on occasion indicated some reluctance until he/she fully understood the reasons behind the change. His/her resistance was communicated to others and that slowed the acceptance of the changes by the group. By withholding negative reactions until he/she is certain he/she understands the reasoning, and then, if he/she disagrees, voicing his/her opinion quietly to his/her manager, would contribute to smoother transitions. tends to disregard specific policy directives. This attitude is communicated to others in the group and causes disruptions in the smooth operations of the group. It is important that he/she makes sure he/she understands the policies, voices any objections to his/her manager, but then follows whatever is finally adopted. Keeps up-to-date with new developments: keeps up-to-date on new developments in his/her field by reading extensively, attending seminars, and maintaining contacts with colleagues. He/she is well respected by his/her peers and adds value to the organization by his/her knowledge. usually keeps up-to-date on new developments in his/her field by reading, attending seminars, and maintaining contacts with colleagues. sometimes keeps up-to-date on new developments in his/her field. However, he/she could make a stronger effort in this area. would be able to tackle problems with new techniques and approaches if he/she were more aggressive in updating his/her knowledge. does not keep current with new developments in his/her field. he/she is able to do the routine parts of his/her job adequately, he/she does not contribute new and innovative thinking within the group. would increase his/her credibility with his/her peers as well as enhance his/her value to the organization if he/she updated his/her job knowledge. Has facility with computer hardware, software and other equipment: takes the time to master the equipment required to do his/her job. He/she is rarely stumped by computer hardware or software problems. He/she can operate other necessary equipment smoothly and without help.

16 is generally competent working with computers, software, and the other equipment required to do his/her job. understands the basics about computers, software, and the other equipment required to do his/her job, but sometimes requires help from others. has very minimal skills using computer hardware, software, and the other equipment required to do his/her job. As a result he/she frequently needs help and distracts others from their work. Lack of knowledge limits his/her productivity. At a minimum, he/she needs to learn basic procedures and be able to get information on his/her own without distracting others. Judgment: Uses past experience when making decisions: takes advantage of the experience and knowledge he/she has gained during his/her career. As a result, he/she is able to take a broad perspective on problem-solving and his/her decisions are very solid and effective. uses his/her past experience and knowledge when making decisions. This helps him/her make better informed decisions and avoid unnecessary errors. generally makes good decisions. On occasion, he/she has made errors in judgment that could have been avoided if he/she had relied on his/her past experience. has made errors in judgment that could have been avoided if he/she had relied on his/her past experience. needs to make better use of his/her past experience and knowledge. Capable of making decisions under time pressure with limited information: is excellent at making decisions under time pressure with limited information. He/she is able to judge when the cost of not making a decision is higher than the benefit of waiting for more information. He/she then takes action and moves steadily and confidently forward. is capable of making decisions under time pressure with limited information. He/she shows good judgment in trading off the need for more information with the necessity of making timely decisions. is generally a good decision maker. However, he/she sometimes has difficulty making decisions under time pressure with limited information. has difficulty making decisions under time pressure with limited information. As a result, he/she often hampers progress by postponing decisions that must be made.

17 would be more effective if he/she improved his/her ability to make decisions in those situations where the cost of not making a decision is higher than the benefit of waiting for more information. has difficulty making decisions under time pressure with limited information. As a result, his/her decisions are sometimes inappropriate or inadequate. would be more effective if he/she improved his/her decision-making skills. Prioritizes tasks: has done an excellent job of prioritizing his/her tasks and scheduling rush priorities to make sure due dates are met. He/she always makes a point to understand the relative importance of projects assigned to him/her in order to make sure he/she meets expectations. is good at prioritizing his/her tasks. He/she knows what his/her deadlines are and generally meets them. is good at prioritizing his/her tasks. He/she knows what his/her deadlines are and generally meets them. is often good at prioritizing his/her tasks, he/she has sometimes failed to prioritize his/her work effectively. When this happens, he/she doesn t meet schedule commitments. often does not prioritize his/her tasks effectively to meet schedule commitments. As a result, his/her work and the productivity of the entire team suffer. would be more effective if he/she made sure that he/she understood the overall group priorities and then organized his/her tasks effectively to meet those priorities in a timely manner. often undertakes tasks which he/she decides are important even though they are not consistent with the priorities of the team or his/her manager. would be more effective if he/she made sure that he/she understood the overall group priorities and then organized his/her tasks effectively to meet those priorities in a timely manner. Able to take a broad perspective when making decisions: is able to take a broad perspective when making decisions. His/her ability to look at the big picture and understand how various issues and problems interrelate has made him/her an extremely effective decision maker. is usually able to take a broad perspective when making decisions. He/she considers the big picture and how various issues and problems relate. is usually able to take a broad perspective when making decisions. On occasion, he/she has had difficulty looking at the big picture and understanding how various issues and problems interrelate. has difficulty taking a broad perspective when making decisions. As a result, his/her decisions are sometimes inadequate. would improve the quality and

18 effectiveness of his/her decisions if he/she made sure to look at the big picture and understand how various issues and problems interrelate. Uses appropriate channels of communication: always uses the most appropriate channels for his/her communications. He/she is very effective in the way he/she utilizes memos, phone calls, electronic mail, on-on-one discussions, and group meetings to accomplish his/her objectives. is generally effective in the way he/she utilizes memos, phone calls, electronic mail, one-on-one discussions, and group meetings to accomplish his/her objectives. He/she has a good understanding of the appropriateness of each type of communication. sometimes chooses inappropriate channels for his/her communications. needs to be more sensitive to the appropriateness of each type of communication and judge which is the most effective in each specific often chooses inappropriate channels for his/her communications. As a result, he/she is ineffective in accomplishing his/her objectives. needs to be more sensitive in choosing his/her communication channels and judging which is the most effective in each specific situation. Provides manager with useful feedback: provides useful feedback to his/her manager on a regular basis. He/she keeps his/her manager informed about relevant situations both within and outside the department and offers keen insights and astute suggestions. provides useful feedback to his/her manager. He/she is generally able to judge which information is relevant and which is unimportant. He/she also offers solid input and suggestions when appropriate. sometimes has difficulty judging what is useful feedback for his/her manager. When this happens, he/she provides information that is irrelevant or offers ineffective input and suggestions. has difficulty judging what is useful feedback for his/her manager. As a result, he/she often provides information that is irrelevant or offers ineffective input and suggestions. would be viewed as a more effective and perceptive contributor if he/she improved his/her ability to assess and communicate relevant feedback to his/her manager.

19 Leadership: A persuasive leader who gets results: is a very persuasive and positive leader. He/she actively sells his/her ideas and projects. When he/she is making his/her position known, he/she does so in a well-organized fashion, and supports it with clear and compelling arguments. is respected and inspires enthusiasm within his/her group. is generally a convincing leader who gets results within his/her group. He/she presents ideas effectively and supports them with clear and compelling arguments. thinks through his/her arguments quite well, but occasionally doesn t give others time to come around to his/her point of view. He/she is sometimes impatient which tends to foster unnecessary opposition to his/her points. would be more successful if he/she were more patient when handling objections and concerns expressed by others. can be persuasive on some occasions. On issues where he/she doesn t have strong feelings, he/she is often uninvolved. has good ideas and the group would benefit if he/she spoke up more often. sometimes has difficulty getting others to understand or accept his/her ideas. He/she doesn t take the time necessary to organize his/her ideas and develop a strategy for getting them accepted. When objections are raised, he/she isn t always prepared to answer them. He/she would be far more effective if he/she spent time thoroughly preparing for key talks and meetings. is reluctant to speak up in group situations. He/she generally accepts whatever viewpoint others have to offer. If he/she has an objection he/she does not make it known. Because of his/her reluctance to speak up, the team doesn t benefit from his/her ideas, and he/she has little voice in shaping the group s overall direction. would be a stronger contributor if he/she spoke up more often. has difficulty commanding the attention of the group. When he/she attempts to raise questions or objections, he/she does so with hesitation and lacks confidence. needs to be more assertive in group situations when he/she has something to offer. Can delegate tasks and projects: delegates wisely and effectively. He/she understands the abilities of the individuals on his/her team and gives each an appropriate level of independence. He/she establishes roles and responsibilities, clearly specifies the outcomes he/she wants to achieve, and conducts periodic meetings to track progress. usually delegates effectively. He/she establishes roles and responsibilities, specifies the outcomes he/she wants to achieve, and conducts periodic meetings to track progress.

20 has high faith in his/her subordinates and delegates frequently. On some occasions, he/she needs to follow progress more closely. would improve the effectiveness of his/her people if he/she assisted those needing more supervision and made sure to clarify the goals of the project from time to time. has a tendency to become personally immersed in solving problems that should be handled by his/her team. He/she should delegate more frequently and focus his/her efforts on setting measurable objectives and keeping his/her team motivated. When sees individuals struggling to solve a problem, he/she should use it as an opportunity to step in and coach, but not take over. delegates frequently, but assignments are made without ensuring that adequate resources are available. He/she needs to empower team members and make them feel truly accountable by first making sure that the necessary resources and support are available before he/she turns a project over to them. is unwilling to relinquish tasks or responsibility to others. When he/she does delegate, does not allow the individual to take responsibility for the project. Instead, he/she insists on being involved in every detail. This behavior is frustrating to team members. He/she needs to focus his/her efforts on setting measurable objectives and keeping his/her team motivated. When he/she sees an individual struggling to solve a problem, he/she should use it as an opportunity to step in and coach, but not take over. Provides regular and appropriate feedback to subordinates; clearly understands the need for employees to know how they are doing. He/she has taken great care to establish measurable objectives with his/her subordinates and provide positive reinforcement for their efforts. He/she is also quick to provide feedback and coaching to head off small problems before they become large ones. usually gives constructive feedback to his/her team. He/she sets measurable objectives with subordinates, provides positive reinforcement for their efforts, and coaches them when necessary. often gives constructive feedback to his/her team, he/she needs to provide it on a more frequent basis. would get better results by providing regular feedback, both positive and corrective, to all team members. provides infrequent feedback to team members. As a result, they are often unsure of how they are doing and morale suffers. would get better results by providing regular feedback, both positive and corrective, to all team members. sometimes does not provide appropriate feedback to team members. He/she does not always praise good performance. On occasion he/she allows poor performance to go unchecked. would get better results by providing regular feedback, both positive and corrective, to all team members.

21 Uses positive techniques to motivate: creates a supportive climate that inspires his/her staff to excellence. When individuals struggle, he/she is ready to coach, advise, and encourage. His/her complete faith in others inspires the group to excel. has the ability to describe assignments and outcomes in terms that make the most difficult tasks seem achievable and inspires people to tackle them. He/she is careful to reinforce all desired behavior. usually creates a supportive atmosphere. He/she is positive when coaching, advising, and encouraging his/her team. usually creates a supportive atmosphere, he/she is sometimes perceived as harsh or overly critical. would create a more comfortable working environment if he/she offered positive strokes more frequently and focused on what can be improved. usually creates a supportive atmosphere, he/she is sometimes perceived as overemphasizing his/her authority and dwelling on negative consequences. would find the team responding more enthusiastically to his/her requests if he/she offered positive and collaborative leadership style. is motivated to help others improve, but is often perceived as harsh or overly critical. This has a negative effect on morale. would create a more comfortable working environment if he/she offered positive strokes more frequently and focused on what can be improved. tends to overemphasize his/her authority and dwell on negative consequences to subordinates rather than stressing the positive results that come from good job performance. This approach runs the risk of producing friction and undermining longer term gains. would find the team responding more enthusiastically to his/her requests if he/she used a more positive and collaborative leadership style. Viewed as a fair leader: is always even-handed and shows no favoritism toward nor bias against any employee. He/she exhibits tolerance for different abilities without making concessions that would undermine standards. The entire group respects his/her fairness. is perceived as an excellent and fair manager for the way he/she distributes rewards and recognition to team members. Rewards and direct feedback are always given appropriately and without bias or favoritism. is generally perceived to be a fair and even-handed manager. He/she is able to exhibit tolerance for different abilities without making concessions that undermine standards. is generally considered to be a fair and even-handed manager, he/she is sometimes perceived as favoring some members of his/her group over others. needs to rectify this perception.

22 is frequently perceived as favoring some members of his/her group over others. This perception by some team members lowers group morale and undermines the team s overall effectiveness. needs to immediately rectify this perception. makes too many concessions for poorer performers within the group. He/she has a tendency to assign the most difficult projects to the hardest workers thus rewarding less productive workers with easier assignments. This is obvious to the higher performers and tends to lower their morale. needs to address the disparity in performance and challenge the poorer performers to do better. Sets and achieves high standards with his/her team: establishes and gets his/her team to commit to high standards. He/she achieves this by establishing clear objectives, communicating these standards, and utilizing standards and is diligent about meeting deadlines. His/her team is very professional. demands a lot from himself and his/her team. He/she maintains strict quality standards and is diligent about meeting deadlines. His/her team is very professional. is usually consistent in setting and achieving high standards with his/her team. He/she tries to develop a clear understanding with team members as to what results must be accomplished and when. is sometimes inconsistent in setting and achieving standards with his/her team. He/she should define tasks clearly and be sure to assign responsibility within the group. has not established clear standards for quality or productivity with his/her team. His/her expectations are sometimes perceived as capricious or arbitrary. can increase the performance of his/her group by clearly communicating what he/she expects and by vigorously working with his/her team to achieve those standards. has difficulty setting and achieving standards with his/her group. He/she does not define tasks clearly and has no consistent method of assigning responsibility within the group. needs to organize the team for success by assigning clear responsibility and line authority. Establishes goals and plan: Planning is very effective at establishing overall goals and then determining the systematic steps necessary to reach those goals. He/she formulates initial strategies and tactics and demonstrates excellent judgment and flexibility in readjusting them as necessary. is usually effective at establishing overall goals and then developing sound action plans to achieve results. He/she is well organized and able to make adjustments to his/her plans as needed.